Report Section
Mettl Operations Manager Assessment
Test Taker Details
S
Sample
Email Address: sample.report@mettl.com
How to Interpret the Report?
This assessment measures work-relevant personality traits that might be manifested in work behaviour and therefore influence success on the job. To best use this report:
- Review the overall recommendation first. Based on your need, you might want to prioritize candidates who are ‘recommended', followed by those who are ‘cautiously recommended’.
- If you’re choosing among different candidates within the same band of recommendation, review the competencies’ results. Focus on the competencies you believe are critical for success in the role you’re hiring for, and use those scores to help you prioritize which candidates to select for the next step.
- Remember: This assessment is just one piece of the puzzle. While hiring, it is recommended that you review other information as well – functional and job knowledge, background and past behaviour (e.g. using structured behavioural interviews), reference checks, etc. in addition to the personality assessment.
- Use of Response Styles for Recruitment/Selection: The ideal response style is “Genuine” and it is recommended for further analysis. However, if any candidate’s response style displays Social Desirability, he/she needs to be considered with caution.We do not recommend candidates who display Extreme Responding/Central Tendency/Careless Responding as they indicate that the candidate has not attempted the assessments in the desired manner, and that interferes with an understanding of his/her personality since it would not evoke genuine responses from the candidate's answers. This in turn is expected to interfere with the proceeding decisions, so the candidate may be considered for a re-test. Such cases are usually not considered for a statistical/detailed analysis of scores if required further.
Response Style
Response Style Genuine
Explanation of Response Style:
Genuine
No concerns or red flags just based on response style of candidate.
Social Desirability
If more than 75% of the questions are answered in a manner that indicates an attempt to appear in a falsely positive light or seem ‘socially desirable’.
Extreme Responding
If more than 75% of the questions are answered in a manner that indicates that an individual agrees with the statements at the lower and higher end consistently.
Central Tendency
If the middle response (‘neutral’) is selected more than 30% of the time.
Careless Responding
If more than 95% of the responses selected are from the same direction (i.e. if the candidate selected ‘most like me’ or ‘like me’ from the right-side statement or from the left-side statement alone).
EXECUTIVE SUMMARY
Recommendation
Not Recommended
Not Recommended
Cautiously Recommended
Recommended
Strengths
None
Areas of Development
Customer Centricity
Needs to learn to understand customers' needs, queries and requirement and communicate with them effectively.
Result Driven
Needs to motivate team members to work towards achieving one's own and team targets and goals effectively.
Integrity
Needs to learn to be open and ethical in the workplace in order to earn trust of internal and external stakeholders.
COMPETENCY ANALYSIS
Self-Effectiveness:
Values shown in above chart are sten scores
1. Self-Effectiveness:
Integrity: Low
Not likely to be open or transparent in one's transactions with internal and external stakeholders. Not likely to follow the right approach or chose the right course of action regardless of the consequences to oneself. May not treat one's team members, colleagues, customers or others in a fair manner. Not likely to be reliable with confidentiality of critical information related to work and/or organization. Not likely to gain trust of people within or outside organization.
Continuous Learning: Low
Less likely to have the ability to reflect on experience, to learn from one's own and others' successes and failures or to use this learning in the future. May seldom encourage team members to seek out challenging experiences and opportunities to update one's skills and abilities. May not be able demonstrate a willingness to give up conventional approaches and unlearn outdated skills which may be slowing down the progress of one's work. May rarely act as a role model by continuously upgrading one's own abilities to be able to better perform one's job.
Flexibility/Adaptability: Low
Not likely to be open to changes and may not be comfortable working with and trying out new activities and experiences. Less likely to encourage and support others to continue to work on the tasks with enthusiasm when situations and goals are dynamic in nature. Not likely to accept changes or appreciate new ideas which may contribute positively to one's work. May not be able to explain the significance of change effectively to the team, so that they can embrace the change positively.
Taking Initiatives: Low
Less likely to initiate tasks or have a tendency to work above and beyond the expectations of a job. May not always look for opportunities to take up new tasks or tasks that others don't want to take up. Not very likely to look for opportunities for the team to take on new challenges where they can showcase their skills and abilities. Less likely to motivate team members to seek tasks that are not part of their regular work routine.
Stress Resiliency: Moderate
Somewhat likely to display emotional resilience. Somewhat likely to provide team members with appropriate time and resources to deal effectively with pressure. Moderately likely to motivate team members to maintain optimal performance during difficult situations. Somewhat likely to teach one's team to use appropriate coping strategies to deal with workplace stress. May occasionally be able to remain calm and poised when dealing with team members under stressful situations.
Leadership Skills:
Values shown in above chart are sten scores
2. Leadership Skills:
Accountability: Low
Not likely to take responsibility for one's own and team members' actions or decisions. Not likely to take ownership for delivering good quality work or adhering to timelines. May not be able to take decisions for self or the team. May seldom be able to understand one's mistakes and may rarely rectify them immediately. May not be able to complete all the assigned tasks on time without continuous supervision.
Employee Advocacy: Low
May not be able to ensure the right treatment of an employee in an organization. Not likely to treat others with respect. Not likely to encourage others to speak up against unfair practices by being vigilant and attentive. May not be able to stand up for an employee, if one is not treated in an fair manner.
Time Management: Moderate
Moderately likely to adhere to the timelines strictly. May be somewhat able to make effective use of resources and procedures to complete tasks within the given time-frame. Somewhat likely to schedule activities and tasks ahead of time in order to execute them in order of priority. Moderately likely to allocate appropriate amount of time to complete one's work efficiently and on-time.
Result Driven: Low
Less likely to be intrinsically motivated to complete one's tasks effectively and efficiently. Less likely to explain to the team how their work impacts the larger organization. Not very likely to provide team members with necessary resources or encouragement to accomplish their goals and tasks effectively. May be somewhat unable to encourage and inspire team members to work wholeheartedly towards the tasks they do.
Relationship Management: Low
Not likely to have an ability to build constructive relationship with the intention of gathering information and input. May not be able to use one's interpersonal skills in interacting with people. Not likely to be open to people's opinion and perspective. May not be willing to lend an ear to others as well as share one’s own ideas with others.
Planning and Organizing: Low
Not likely to have the ability to prioritize tasks, and may rarely plan with a realistic sense of time and resources. Less likely to align team's plans with larger organizational goals. May rarely be able to encourage one's team to provide clear plans on how they will accomplish their tasks and goals. Less likely to intervene in team's plans to reprioritize their tasks and efficiently use resources to accomplish multiple goals simultaneously.
Business Acumen:
Values shown in above chart are sten scores
3. Business Acumen:
Vision: Low
Not likely to have an ability to build a shared vision aligned with the organization's growth and progress. Not likely to make efforts to ensure that the team is clear about the vision and the steps to achieve it. May seldom be able to guide team members to take effective course of action towards achieving the desired goals.
Understanding Business Strategy: Low
May not always be interested in exploring various lines related to one's business and industry. Less likely to keep oneself updated about global trends that may impact the organization. Less likely to scan the market conditions, economic environment and competitive landscapes to align one's business goals accordingly. Not very likely to have an understanding of competitors in the market and therefore is somewhat unable to acknowledge what makes the organization unique. Seldom likely to be interested in understanding the interdependencies between various business lines and may not implement the same while taking decisions. May not be able to identify potential risks and threats in advance, related to one's business.
Organization Understanding: Low
Less likely to make decisions in line with the organization's larger goals. May not always be able to understand the link between one's own and team's work in an appropriate and clear manner. May not be able to connect with different teams using an appropriate medium of communication. Seldom likely to be focussed across different departments and functions while working.
Customer Centricity: Low
Not likely to demonstrate an ability to understand customers' needs or requirements efficiently. May not be able to identify potential customers or provide quality service to current customers. Less likely to find new or effective ways to improve service experience for internal as well as external customers. Not very likely to deal with customer queries, requests and complaints in the first time itself. Less likely to encourage team members to be courteous and respectful while interacting with demanding customer.
Service Orientation: Low
Not likely to have an ability to deliver the best customer service for every task undertaken by oneself. Not likely to guide team members to ensure the excellent service to customers. Less likely to come up with different ways to add value to the internal and external customers. May not be able to serve customers in an innovative way.
Problem Solving and Decision Making: Low
Not likely to identify potential problems and issues or investigate them in greater depth. May seldom analyze a problem, identify its causes or choose the best solution to a problem after contemplating available information and alternatives. Less likely to make well-informed, effective or timely decisions in order to avoid negative repercussions. May rarely take into account possible consequences of the decisions being made.
People Management:
Values shown in above chart are sten scores
4. People Management:
Coaching and Mentoring: Low
Less likely to provide constructive feedback to team members in a timely manner. Rarely likely to share one's useful learnings or experiences with team members to help them develop their skills and abilities. May seldom be able to support one's team by coaching and mentoring them effectively or providing sufficient opportunities to help them improve upon their areas of development.
Conflict Management: Low
May rarely be able to identify and manage potential disagreements to prevent conflicts. May seldom help employees with their conflicts by taking their views in consideration, understanding their problem or providing solutions. Not very likely to listen to and understand conflicts in an unbiased manner. Less likely to resolve conflicts within and between teams immediately to ensure that the work environment is not hampered.
Team Work: Low
Less likely to be a good team player and may be somewhat unable to maintain harmonious and cooperative relationships with team members as is not very trusting and attuned to their emotions. Not very likely to work cooperatively and collaboratively with others, with a positive approach towards achieving common goals. Less likely to offer help to others without being asked to. Seldom likely to provide necessary support and resources to team members to ensure smooth completion of targets.
